SARD JV

What do you value more? When it comes to workforce planning what are you really looking for when engaging in a solution for job planning: A) An expensive system, with support that doesn't solve the problem? B) A cheap system without support that doesn't solve the problem? C) A mid priced system, with great support, great implementation, user friendly and all the bells and whistles that doesn't solve the problem? It's a stupid question isn't it. You might be wondering, 'Why ask such an obvious question?' If the answer is obvious, why do trusts still pick from one of the above three answers consistently. Especially when they know that it has no material impact on workforce planning. Is it because they don’t believe another option exists? Here is another question, and be honest. What do you do with your job planning data when you have it (assuming you are fully engaged)? Also, do you feel that gathering accurate, consistent job planning data is important and if so why? I would imagine the answer most of you want to give is: Job planning is a vital part of workforce planning as the data is the only real way to understand the capacity of resource we have to deliver against the demand on our services. What we want is a solution that provides tangible productivity outcomes. To which I agree whole heartedly. I know this post sounds a little facetious, it is the complete opposite. We take it so seriously that we've developed a solution focused on delivering tangible productivity outcomes, not just ticking boxes. How valuable would it be to have forensic-level management information showing who works for you, what they do, and their capacity? Information that allows you to make evidence based strategic decisions about saving money, reducing backlogs, safe staffing levels, satisfy you ICB, improving patient outcomes? If these are valuable to you, let's talk. Send my a direct message on here and we can set up a discovery meeting, where we will listen to your issues and your goals. #nhs #workforceplanning #jobplanning #productivity SARD JV

It is what it is....until it isn't. Does "it is what it is" mean you don’t care enough to worry about something's quality, or does it suggest you believe it can't be changed? Regardless of the interpretation, this mindset doesn't align with progress. "While 'it is what it is' might offer comfort, it’s a mindset that can lead to stagnation. As Johann Wolfgang von Goethe wisely observed: 'He who moves not forward, goes backward.' We often get stuck in our ways—perhaps because we're comfortable with what we know, or maybe because change is intimidating. Fear of failure, both personal and societal, can keep us rooted in place. Fear used to be a limiting factor for me. But now I embrace change and fear. Why? because they signify possibility. Fear of the new holds us back, while boldness and a willingness to innovate propel us forward. This has been true for all time. In Unreasonable Hospitality Will Guidara poses a question which we should all ask ourselves. "What would you do if you knew you could not fail?" Unfortunately there is no such thing as guaranteed success. This is why you have to be bold and yes, take risks. Pick any successful person you admire and ask yourself, did they accept the norms and were they destined for victory? So, don't just accept the status quo. Be bold, take risks, and try new approaches. Remember, progress demands change. If no one ever dared to change, we’d still be foraging for food." #change #innovation #progress #productivity #founders

We focus on: 🌟 genuine doctor #engagement 🌟 #efficient processes 🌟 lasting #results So, what are you #waiting for? Get started now ✉️ [email protected]

What does Return on Investment in the NHS even mean? You would be forgiven for thinking ROI as many people do, is equating your investment with strictly monetary gains - higher profits, reduced costs, etc. While this may be valid in business, it falls short when assessing investments in public services like healthcare. I encounter a lot of people in the NHS that throw this term around when they are discussing one of our larger projects. "What's the ROI"? Normally it follows, 'we need to save money', 'what's the ROI of your service'? To be honest, I wonder if they use the term because they think they should. But how should ROI translate when thinking about the NHS in particular? I think of return on investment as, how will this product or service positively increase / impact the objectives I value the most. Or how much closer will I be to said goal after investing. So what should the NHS value? Lets break it down: - Improved patient outcomes - System efficiency - Safe working practices - Better productivity - Staff Wellbeing - Wider societal benefits Of course saving money is important in the current climate, but is it more important than, reducing waiting times, avoiding staff burnout, better patient care. As far as I can tell, saving money in the NHS generally leads to spending more over time. Let me provide a simple example. It is well know that early diagnosis has a substantial impact on positive patient outcomes. So saving money, by cutting resource, you extend waiting lists, thus delaying diagnosis and treatment, which can lead to more complications, more hospital visits, more cost and worse outcomes. So I ask again, what do you value the most? Lets bring this closer to home. We work with trusts to improve workforce planning. That's an over simplification, we work with trusts to provide forensic level management information to clarify the reality of your current workforce situation, things like, does our capacity meet our service demand. Which improve workforce planning and productivity. I was recently asked if our approach would help save money. My answer was...maybe. Not what they wanted to hear. I went on to say, it is a possibility, but one only afforded to you by understanding in detail the reality of your current situation. Yes the reality may be bad, but without knowing it how can you make meaningful management decisions about saving money and the impact it will have on staff and patients. In fact how can you make any meaningful decisions. The true value lies in making informed decisions based on evidence, rather than relying on hearsay. If you are involved in the NHS and you are considering the return on investment of a project or product you need to implement, think less, financial return and think more value return. #nhs #workforceplanning #roi #productivity SARD JV

Traditional #workforceplanning not cutting it anymore (did it ever)? SARD combines #listening with powerful #analytics to transform disengaged doctors and outdated processes into a thriving, efficient #workforce. Start a conversation with us ✉️ [email protected]

I have a couple of simple questions for those working in workforce planning in the NHS. Do you know who works for your Service / Trust? Do you accurately know what they spend their time on? Do you know the demands on your service? Do you doctors engage with you to ensure your capacity meets your demands? Do you know how much you spend on contingency? If the answer is yes, then great work, if no, then what impact does this have on your role, your service, your trust and your patients? We are undertaking a piece of work with an acute trust, where they will be able to confidently say yes to each of these, giving them: - Engagement - Oversight - Consistency - Sustainability If you are ready for the same, then let me know we can send you our case study so far and set up a discovery meeting. #nhs #workforceplanning SARD JV

Productivity is a buzzword at the moment, but is it a dirty word? For many, it seems so—conjuring uncomfortable and terrifying images of squeezing every last drop of energy from the workforce, time and motion studies, being under the microscope and prioritising output over well-being. But is this perception accurate? Let’s break it down. Productivity, in its simplest form, is a measure of performance that compares the output of a product or service with the input or resources required to produce it. The issue isn't with the definition of productivity, but with how it's often applied. Productivity for profit—why should I work harder to line someone else’s pocket? I understand the reluctance. But what if we apply this concept to the NHS and approach it more holistically? When done right, productivity doesn’t have to be scary. In the NHS, productivity focused on optimising processes benefits everyone: patients, the service, and employees. For patients, it means quicker access to care and higher-quality treatment, as healthcare professionals can focus more on patient needs and less on administrative tasks. For the NHS, it leads to more efficient use of resources, reducing costs and improving overall service delivery, helping the system meet increasing demands. For employees, this approach reduces stress, enhances job satisfaction, and provides more opportunities for professional development—ultimately creating a healthier, more effective healthcare environment for everyone involved. To avoid slipping into reductionism, the approach is key. Understand the NHS’s complexity and shift the focus to Productivity for valued outcomes for all—Trust, staff, and patients. Rather than seeing productivity as a stick to beat you with, consider it a springboard to betterment for all. Here are a few guiding principles: Holistic Metrics of Success: Measure productivity by quality of care, patient outcomes, and employee well-being—not just cost savings. Engagement and Collaboration: Involve frontline staff in process improvements to ensure efficiency enhances care, not just cuts costs. Investment in Training and Tools: Equip staff with the necessary tools and training to work efficiently and effectively without compromise. Focus on Patient-Centered Care: Align productivity with improving patient outcomes and experiences, keeping care quality at the forefront. Continuous Feedback and Adaptation: Regularly gather feedback to ensure productivity initiatives benefit both staff and patients, making adjustments as needed. Balanced Workloads: Maintain balanced workloads to enhance productivity without risking staff burnout. Productivity in the NHS, when approached holistically, is not about working harder but smarter for the benefit of patients, staff, and the service as a whole. Productivity should be a tool for positive transformation, driving better outcomes for everyone involved. #NHSProductivity #QualityCare

Well you know what they say, 'A holiday is as good as a holiday', or something like that. Linkedin in a little bit like a drug, it can be addictive and it can take over your life and not in a good way. I understand the merits of it, but it is also important to step away every now and again. Even if the algorithm doesn't like it. It is summer after all, the sun is out, the kids are off school and the NHS seems to go very quiet at least on our front. So each year I take this opportunity to recharge my batteries, refocus my goals and reimagine future possibilities. Outside of watching my engagements, views etc going down, which is pretty depressing, I gain a lot more from taking that break. Remember there is more to life than a social media platform. So anyway, I am back and raring to go for another stint both at work and on here. I am looking forward to engaging with new people, starting new conversations and unfurling the next chapter of my life and career. My message, if anyone is listening is, look after yourself, take time, have a break and reinvigorate. #mentalhealth #leaders

We hear you. At SARD, we #listen to your #workforce challenges. In fact, we want to hear all about it, so we can deliver #solutions that provide genuine #engagement, clear oversight, and sustainable processes. ✉️ [email protected] and share your #challenges with us.

Doctors feeling #disengaged? Surrounded by outdated #jobplanning? You're not alone. At SARD, we believe in #listening first to understand your trust's unique #needs and crafting targeted strategies that deliver real, sustainable #results. Get started ✉️ [email protected]